Please note: This material has been archived. For current information see our Leadership and Talent pages.

Chief executive profile

Meet Jane
Chief executive profile

The drive to deliver better public services and achieve outstanding results in today’s challenging environment means we need to support and develop chief executives to take a whole of system transformational and strategic approach to leadership. This includes practical experience working across agency boundaries.

The type of leaders required going forward will:

  • have had well rounded, multiple experiences and functional roles in a range of agencies

  • be committed to deliver on system outcomes first, agency outcomes second

  • be change oriented with a focus on delivering results

  • be customer focused

  • be empowering of other leaders

  • be coalition oriented.

We also want chief executives to reflect the diversity of New Zealanders, bringing different perspectives to decision-making.

Chief executives have an integral role in supporting the State Services Commissioner to fulfil his leadership development responsibilities under the State Sector Amendment Act (2013) and will continue to be pivotal in the development of senior leaders for the State Services through the Career Board process.

Required competencies

The State Services Leadership Success Profile (LSP) specifies the competencies needed by our leaders to deliver results in today’s challenging and complex environment. The competencies we’re looking for in chief executives fit with these.

  •     Deliver results through self
  •     Deliver results through people
  •     Deliver results through vision
  •     Deliver results through execution

 

Leadership Success Profile competencies Chief executive competencies
Courage
  • Demonstrate political nous and navigate complex political situations effectively
  • Take the lead on controversial issues and prepare to defend views
  • Adapt and thrive in challenging environment
Integrity
  • Model Public Service standards of integrity and trust at a personal, agency, sector and system level
  • Inspire respect, trust, loyalty and confidence of staff and stakeholders
Self-awareness
  • Actively encourage, listen and act on feedback
Resilience
  • Demonstrate persistence and ongoing commitment following setbacks
  • Remain calm and objective in the face of conflict and criticism
  • Willing to celebrate success and to learn from setbacks and view them as opportunities
Build strategic partnerships
  • Identify key stakeholders through the system to gain clarity on outcomes at an agency and sector level
  • Develop collaborative partnerships across and outside the system, to broker deals with and to deliver on transformation and integration
  • Develop influential communication and engagement, negotiating with strategic partners to overcome obstacles to effective joint working
Ignite passion, pace and positivity
  • Create and sustain a unifying culture and set of values and behaviours which promote energy, enthusiasm and pride in the agency and its vision
  • Display passion about achieving ambitious results, focusing on impact and outcomes and celebrating achievement
Design and develop people capacity and capability
  • Ensure the workforce has the capacity and diversity to deliver on its vision and strategy, proactively recognise and remedy any diversity and capability gaps
  • Identify, nurture and mobilise leadership and management talent in individuals, planning effectively for succession in key posts and sharing talent across the system
  • Recognise and reward results and manage non-performance consistently
Imagine an inspirational future; make it happen
  • Communicate a compelling and sustainable vision for the future
  • Set a coherent and achievable strategy, aligned with system and sector priorities with challenging objectives and success measures
  • Works with Ministers, draw out their agendas, pick up plans and ensure appropriate trade-offs are made between priority outcomes
Create opportunities through foresight and insight
  • With a system and sector view, extract key issues from complex, ambiguous, rapidly changing contexts
  • Develop deeper engagement with customers and leverage their involvement and insight to ensure policies and programmes are customer focused and provide efficiency and value for money
  • Anticipate sector and agency emerging issues/changing context and discern appropriate points of intervention, developing strategies quickly to solve problems or seize opportunities
Collaborate to build and share a common purpose and direction
  • Encourage debate and ideas from across the system, sector and beyond to develop strategy and policy collectively to address cost cutting issues
  • Develop and generate common ownership of the strategy with sector ministers, sector and agency leadership and delivery partners
  • Engage in leadership and followership as mutual activities of influence and counter influence
Innovate and integrate
  • Thrive when working with complexity
  • Synthesise disparate ideas to make meaningful connections and generate fresh approaches
  • Plan and prioritise to support innovation and improvement
Plan and prioritise
  • Review own work performance and identify opportunities for improvement
  • Make effective use of individual and team capabilities
  • Responsive to changes in requirements
Ensure operational excellence
  • Take responsibility for meeting personal and team objectives and progressing work
  • Show initiative and do what is required
  • Commit energy and drive to see that goals are achieved.

Key resources and tools

 

Back to Developing future leaders

Last modified: